What is the goal of a Maintenance Manager? To ensure that all maintenance personnel are aligned and executing the company’s proactive work to standard so that the company meets its business goals 100% of the time.
Sounds easy however it is far from that.
The Maintenance Manger begins the day by visiting with each Maintenance Supervisor about 30-60 minutes after their shift has begun, for 5 minutes looking for abnormalities from the past 24 hours that may impact this week’s production goal or maintenance’s schedule.
Ex: Breakdown last night on line 1 caused production loss of 12,000 units of production because of loose bolt; investigation initiated by Maintenance Engineering; one mechanic assigned to assist ME. Report due to Maintenance Manager within 48 hours when the loss exceeds a specific amount.
Production Manager Informal Meeting (10-15 minutes max): Maintenance Manager meets with production management first to determine if any issues have occurred in the past 24 hours that he was not aware of, or any issues that may arise with the next 24 hours. They both review the 24-hour production rate, quality, and problems.
Key Performance Indicator Review (10 minutes): Next, the Maintenance Manager takes a quick look at his maintenance Key Performance Indicator (KPI) Dashboard to see if any problems exist or may happen in the next week to one month. There should be KPI owners listed on the dashboard who will send a report to the Maintenance Manager if a KPI is acting in a state that maintenance and production leadership would consider unacceptable, along with an exception report for any exceptions to expectations.
Exception reports are sent to the Maintenance Manager if any of the above metrics are not within the agreed upon range.
Plant, Mine, Operations Site Manager Meeting (60 minutes max): Maintenance Manager takes about 10 minutes to describe any issues within the past 24 hours that caused losses or issues that may cause losses in the next 7 days. If additional time is needed to discuss these items, this should be addressed outside of this meeting with specific individuals.
Plant Visit: Randomly, the Maintenance Manager should visit each crew area to see what is happening. Sometimes a picture truly is worth a thousand words. Talk to the Maintenance Supervisor first to hear about any issues he/she is facing and that need to be resolved. Set a time to meet later to discuss, either that day or another depending on the importance to the Maintenance Supervisor. While on the visit, greet everyone you see and ask operators and maintainers how things are going. Try to spend no more than 30 minutes in each crew area.
Maintenance Managers hold the key to success or failure of any maintenance organization. If the manager is weak, then he must be given assistance first and let go only after a three month period of not showing improvement. Proactive Maintenance Managers are the unsung heroes of any organization. People look up to them with respect and calmness, even in tough situations. I salute all Maintenance Managers for handling this difficult job. If you feel you have issues, you must work to develop. Find a mentor to assist you, but make sure the mentor is competent and studious.
The Tool Room must be managed as if you were securing gold. If a tool is misplaced it can cause great grief and extensive downtime. All tools in the storeroom should be used to store special tools and available to be used by every maintenance person on that crew.
Here is what I did as a maintenance supervisor so know if works great.
Build a caged in area with a top, walls, and secure with a key all maintenance personnel have a copy. A new copy of the key cost a maintenance person 6 months with Tool Box Responsibility.
Here is where it gets good.
Assign each maintenance person tool chips (use 10 brass ones held on a ring, attached to a maintenance persons belt).
Assign a maintenance person an additional duty for one week which must be in completed each day during the last 15-30 minutes of their shift. This assignment should be rotated weekly and people held accountable to accomplish the assigned task to standard. A maintenance supervisor insures this occurs. People will not like it at first however after a while they will love it. (Maintenance Planners/Schedulers must schedule this person for this time according to this key job duty-a work order is written so all repaired tools and the maintenance person’s time can be charged.
The Maintenance person is responsible for one week and must; (no options and Maintenance Supervisors is accountable to make sure this happens)
This maintenance person’s responsibility is for one week and takes 10 minutes in the morning and 30 minutes at the end of the shift max.
This is the start of getting your maintenance team working together for success along with learning discipline, accountability and teamwork.
People will not like it at first but after a while they will love it.
Maintenance Planning: Identifying the parts, tools, procedures, and standards/specifications required for effective maintenance work, increasing wrench time and reducing rework.
The more tools a maintenance manager has in his/her hip pocket the more effective they become. So why not train a maintenance manager in the Fundamentals of Reliability Engineering?
Allied Reliability provides asset performance management across the lifecycle of your production assets to deliver required throughput at lowest operating cost while managing asset risk and achieving environment, social, and governance objectives. We do this by partnering with our clients and applying our proven asset management methodology and leveraging decades of practitioner experience across more verticals than any other provider. Our asset performance management solutions include Consulting & Training, Condition-based Maintenance, Industrial Staffing, Electrical Services, and Machine Reliability.
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